Introduction to the analytical thinking typology
In the previous issues, we established the need for a strategic combination of a good methodology, a set of tools and techniques, and the activation of certain thinking typologies to solve problems holistically. In today’s issue, I will be discussing the third on this list of thinking typologies: Analytical Thinking
Where the problem is unclear, the strategy required is one of inquiry, and to inquire is to question, according to Robbins (2011). Thus, the key to analytical thinking is questioning combined with reasoning.
Dewey (1986, p. 330) also posits: “Thinking is inquiry, investigation, turning over, probing, or delving into, so as to find something new or to see what is already known in a different light. In short, it is questioning.”
The breakdown of a problem into its constituent parts and a subsequent deep dive to understand the principles underlying the behaviour of the parts is crucial in problem-solving. This leads to the interrogation of the symptoms of the problem, and the determination of the make-up of the problem’s causes. The analytical thinking typology helps problem-solving teams to fulfill this requirement.
Analytical thinking is the act of breaking down complex pieces of information into smaller and more understandable components or parts. “It involves systematically dismantling data to decipher facts which can be used to build upon information or provide evidence-based conclusions.”
Consider this: to understand the operation of the human body and to better deal with problems of the human body, it becomes imperative to systematically dissect the human body into its constituent parts and to seek to understand their unique and distinct contribution to the whole human body. In other words, a thorough understanding of the functionalities of each individual organ in the human body becomes a prerequisite for effective problem-solving.
Therefore, analytical thinking entails gathering pertinent information about the component parts, and then analysing that information to determine, among other things, parameters like behaviour patterns, current capacity limitations, systemic waste, and the part’s role in the larger, more complex issue. The foundations of analytical thinking are heavily based on the rules of logic, which are related to understanding a conglomeration of truths that must cohere to explain the most complex reality under observation.
Analytical thinking within the problem-solving continuum
We saw the problem-solving continuum as existing within two seamless hemispheres in the first issue of this series: the problem space and the solution space. Analytical thinking is beneficial in both hemispheres. Analytical thinking will assist the team in deconstructing the problem into manageable chunks in the problem space.
Each chunk is broken down further, resulting in a more complete understanding of the problem – emphasising the problem’s trivial and root causes. Analytical thinking in the solution space assists the team in critically analysing and evaluating solutions based on specific criteria, as well as the complexities of the system within which such a solution will be deployed.
The analytical thinking construct is distinguished by two distinct characteristics:
- Factual and logic-based: Things that are known or proven to be true are referred to as facts. The gathering of factual data and the logical arrangement of these facts to produce evidence-based conclusions characterise analytical thinking. Analytical thinking seeks to objectively consider data in order to extract relevant information that leads to a deep understanding of the problem’s variables.
- Systematic and rational: Analytical thinking takes a step-by-step approach to breaking down complex phenomena into their less complex components. This systematic and rational method ensures that all relevant areas of the problem are addressed during the problem-solving process.
A conceptual framework for deploying analytical thinking
Let us explore how we practically apply analytical thinking to problem-solving
- Identification of the problem symptoms: Analytical thinking starts with the identification of the symptoms/effects/signs of the problem. “A problem occurs, when in any given state, a goal state needs to be reached, and there is no routine method of solution available.” The problem is the gap that exists between what is expected and what the reality is now. One way to identify the problem symptoms is through questioning. Asking the relevant questions to elicit responses that clearly paint the complete picture of the problem symptoms is a crucial first step in the analytical thinking approach. As an example, a medical doctor in the consulting room engages his/her patients in a question-and-answer session with the aim of identifying all the symptoms of the patient’s illness. This rigorous problem fact-finding builds a solid foundation as a starting point for analytical problem-solving.
- Problem symptom decomposition: At this stage of the analytical thinking approach, the identified problem symptoms are further drilled down into the various components that must come together to result in the problem symptoms. There are several tools and techniques that can be used to achieve this aim. Problem decomposition can be applied to a hypothetical problem of overpopulation in a country. A breakdown of this problem may consider the population of the different regions, cities, and villages of the country to fully understand the nature of the problem. In the example stated earlier with the medical doctor, she/he at this stage decomposes a list of the potential problems – based on their training – that can be responsible for the identified symptoms.
- Understanding the effect of each component on the problem symptoms: The components of the problem’s symptoms are further analysed to understand what their inputs/causes are, what their unique outputs are, and how they individually influence the symptoms under consideration. A deep understanding of the contributing effect of each component to the problem symptoms enables the problem-solving team to prioritise the disbursement of their efforts by first concentrating on the few factors that exhibit a greater effect on the overall problem symptoms.
- Data collection and analysis: This is achieved through rigorous collection of data and logically deciphering the relevant information. The data gives a picture of the problem symptoms at the component level. Data collection must be done objectively to ensure data quality. At this stage in our example, the medical doctor resorts to confirming the real problem from the potential problems by collecting data. One usual form of data collection, in this case, is data from a blood test which aims to confirm the exact underlying problem that is responsible for the problem symptoms.
- Factor identification and analysis: These few components (problems) of concern to the problem-solving effort are further analysed systematically to extract the factors that influence their behaviour. Among these factors emerge the root factors that ensure solution permanence. The medical doctor finally identifies the root cause of the problem symptoms by analysing the results from the previous stage of data collection.
- Solution: The efforts made to address the root cause result in the resolution of the problem..
Competencies of the analytical thinker
The analytical thinker possesses the skills needed for problem identification and definition. In order to test and verify the cause of the problem and develop solutions to resolve the problems identified, he extracts key information from data, and develops workable solutions for the problems identified.
The list below summarises the competencies of analytical thinkers.
At the problem definition and analysis end of the continuum, they:
- Conduct information and data collection and analysis for the purpose of understanding the problem.
- Organise, categorise, and synthesise data into fundamental issues.
- Develop a framework for reviewing large amounts of unorganised data.
- Breaks down information into manageable components.
- Identify and create information sets, as well as determine their relationships.
- Analyse the data in a logical and factual manner to detect trends and issues in the data and information.
- Draw logical conclusions from data sets.
- Determine the most likely causes of the problem based on the information.
- Draw logical and objective conclusions from the data sets provided, and validate them as the primary and contributing causes.
… and at the solution generation, evaluation, and selection phase, they:
- Identify options for addressing the problems analysed.
- Identify a number of solutions to the problem by identifying and evaluating the various options developed, and selecting the most effective solution.
- Employ advanced business and organisational analysis techniques to identify and evaluate potential solutions and compare them to predetermined criteria.
- Generate a final solution to the underlying problem.
Conclusion – analytical thinking for driving quality and operational excellence
It is impossible to overstate the importance of business leaders in leading the charge in problem-solving. A volatile, uncertain, complex, and ambiguous (VUCA) world necessitates leaders with the complex skills required to navigate today’s business quagmires. The pursuit of quality and operational excellence is a never-ending effort, and developing an analytical mindset is certainly one of the highly required and sought-after competencies.
Analytical thinking is central to the problem-solving process, and thus, an important competency that problem-solving teams and leaders should imbibe and develop.
Contributed by: George Annor Koranteng (CSSBB, MBA-TQM). George is a Lean Six Sigma Black Belt Practitioner and Facilitator at Dexterity Institute (www.dexterityinstitute.com), a Quality and Operational Excellence Think Tank.
